Knowledge Center

Europe’s public company boards are seeking a balance of experience and new perspectives. This year’s report highlights the different paths the boards in each country are taking to achieve that diversity.

As technology continues to disrupt the healthcare and life sciences industry, executives in the Nordic countries aren’t quite as concerned as their global counterparts are. To stay ahead, they expect to invest in technology and internal efficiencies.

Digitally mature organizations recognize that people and culture matter as much as technology when it comes to leading a successful digital transformation. Here are four guiding principles for embedding a digital mind-set.

Interviews with 10 senior executives at Danish companies highlight that digital success has as much to do with culture as it does with technology.

As Board Monitor looks at Canada for the first time, a proprietary analysis offers insights into the demographics, experience, and industry makeup of Canadian boards.

When preparing for volatility, private equity firms should not forget to assess whether their portfolio company leadership teams have the right capabilities to weather the storm.

As CEOs and boards seek executives who can help their companies meet the increasing range of cyberthreats, they should be sure they are starting with the right questions and develop their own unique model.

What separates today’s high-performing organizations from those unable to keep pace with the new demands of leadership?

As private capital grows and matures in Asia Pacific, demand remains high for investment professionals in the region, according to our sixth annual survey.

Moving from start-up to established company is not an easy transition. Finding the right leaders typically requires moving beyond the start-up comfort zone. Two principles can help.

To find the leadership team best fit for the new organization—from day one—companies need to perform the same level of due diligence as they do for other strategic matters during a merger or acquisition.

In an industry where progress on diversity and inclusion has been fitful and uneven, a handful of companies are leading the way. How? By putting inclusion first and making it a business priority.

Despite recent progress, the position of board chair is still rarely held by women. We spoke with a number of current and former female chairs at large companies around the world on their experience getting the top job and how to thrive in the role.

Companies face a unique mix of cultural and strategic set of challenges in undertaking digital transformations to meet changing consumer demands and emerging digital competitors. Addressing these challenges starts with defining a clear digital ambition and the role talent plays in making it successful.